7生產(chǎn)企業(yè)項(xiàng)目管理基礎(chǔ)ppt課件

1、Project Management Workshop工程管理講座 Morning Workshop Objectives講座目的 在培訓(xùn)的終了時(shí)，參與者將可以: At the end of the training, participants will be able to:描畫工程管理與綜合管理上的不同 Describe the difference between project management and general management定義工程以及工程的生命周期 Define Project and Project Life Cycle了解工程指點(diǎn)者在這個(gè)工程中的所處的角色和承

2、當(dāng)?shù)呢?zé)任 Explain the roles and responsibilities of the project leader列出管理一個(gè)工程的關(guān)鍵的勝利要素 List the critical success factors for managing a project區(qū)分不同類型的工程規(guī)劃和工程規(guī)劃步驟 Identify the different types of project planning and planning processes利用工程管理軟件和技巧來(lái)管控預(yù)算和進(jìn)程 Control budgets and schedules by using project manag

3、ement tools and techniques為突發(fā)事件及不測(cè)情況制定一個(gè)風(fēng)險(xiǎn)管理方案 Develop a risk management plan for contingency Course Content課程內(nèi)容 Definition of Projects工程的定義 Difference between Project and General Management工程和普通管理的區(qū)別Project Management Process 工程管理的步驟Investment Appraisal投資評(píng)價(jià)Project Life Cycle工程生命周期Definition定義What i

4、s a Project? 什么是工程？Definition定義A Planned Undertaking 一個(gè)方案好的事業(yè)Definition定義The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project, while dealing with constraints on budget, time, resources and techn

5、ologies.在預(yù)算費(fèi)用，時(shí)間，資源和技術(shù)有限的條件下為了到達(dá)或超越相關(guān)人員對(duì)工程的要求和等待對(duì)知識(shí)，技藝，工具，技術(shù)等的運(yùn)用。即在一定時(shí)間內(nèi)，滿足一系列特定目的的多項(xiàng)相關(guān)任務(wù)的總稱。Project Similarities 工程的一樣點(diǎn)Define Goal制定目的Definite Time 制定時(shí)間Resource Budget 資源預(yù)算 Project Differences 工程的不同點(diǎn)Scale規(guī)模Technical Complexity 技術(shù)復(fù)雜度Technological Uncertainty 技術(shù)不確定性 What are the Differences? Project

6、Management 工程管理General Mangement 綜合管理VS.Project vs. General Management工程管理 V.S 綜合管理Nature性質(zhì)Focus關(guān)注點(diǎn)Team Structure 組織架構(gòu)Measure of Success勝利的衡量規(guī)范Investment Appraisal投資評(píng)價(jià)Conventional Method 常規(guī)方法The Payback Method回收期法，償付方法The Average Rate of Return Method平均回收比率法 Discounting Method 折現(xiàn)法The Net Present Val

7、ue (NPV) 凈現(xiàn)值The Internal Rate of Return (IRR) 內(nèi)部收益率Project Planning 工程規(guī)劃Example 舉例闡明The Payback Method回收期法Time taken to pay back the initial cost of the project 收回最初本錢所用的時(shí)間For projects that earn the same amount of net proceeds each year假設(shè)工程每年賺的凈收入是一樣的 initial cost 最初本錢= net proceeds純收入Drawback 缺陷Tak

8、es no account of the earning after the payback period for the full life of the project 在整個(gè)工程中不思索回收期后的盈利Timing is ignored 時(shí)間的安排被忽略The Payback Method 回收期法Suitable for investment projects that 適宜投資的工程有the cost is low and the project is completed in a short time投資少，周期短the investment is productive as soo

9、n as the initial cost is incurred一旦有初期本錢投入就有高效的投資報(bào)答the net proceeds are easily determined.有很確定的純盈利The Average Rate of Return Method 平均收益率法The highest average rate of return is considered to be the most profitable 最高的平均收益率被以為是最盈利的 Gross Life of proceeds / investment= x 100% Initial cash investment總銷售

10、收入 / 投資期限= x 100% 初期現(xiàn)金投入Depreciation is allowed for in the calculation by using the formula 折舊率也可以加到在這個(gè)公式里計(jì)算 Average annual Average annual proceeds depreciation= x 100% Initial cash investment Average annual 年平均收入 年平均折舊= x 100% 初期現(xiàn)金投入The Average Rate of Return Method 平均收益率法Drawback 缺陷:Comparable res

11、ults can only be obtained when the life spans of the projects are the same 只需一樣壽命期限的工程才干比較The Average Rate of Return Method 平均收益率法Net Present Value Method (NPV)凈現(xiàn)值法 Discounts the expected future proceeds from a project to the present value of those incomes 從工程當(dāng)前收入的現(xiàn)值中折扣預(yù)期的未來(lái)收益If the net present valu

12、e of the proceeds exceeds the initial cost, the investment will be profitable 假設(shè)凈現(xiàn)值超越了初期投入本錢那么這個(gè)投資是可盈利的Discounting rate to be applied 折扣率的運(yùn)用Current rate of interest; or 當(dāng)前利率或者Rate of interest that could be earned elsewhere if internal funds are used to finance the project為工程提供融資的其他內(nèi)部資金的利率 = 折現(xiàn)現(xiàn)值 工程的

13、初期本錢(Discounted present value) (Initial cost of the project)Internal Rate of Return Method (IRR) 內(nèi)部收益率法IRR財(cái)務(wù)內(nèi)部收益率 = The rate of interest that will reduce the proceeds from the project to the original cost 工程在整個(gè)計(jì)算期內(nèi)各年財(cái)務(wù)凈現(xiàn)金流量的現(xiàn)值之和等于零時(shí)的折現(xiàn)率也就是使工程的財(cái)務(wù)凈現(xiàn)值等于零時(shí)的折現(xiàn)率 Project is profitable if工程只需在以下情況下才是盈利的It e

14、quates with a reasonable return on capital invested or at least is more than the cost of borrowing the funds to finance the investment只需當(dāng)投入資本可以合理的回收或者至少高于借用于融資的資本If the proceeds from the investment are not regular 假設(shè)投入的收益不穩(wěn)定the only way to find the internal rate of return is by trial那么找到內(nèi)部收益率的獨(dú)一方法是不

15、斷嘗試探求其他本卷須知Other Considerations Sometimes difficult to estimate the future income from an investment project 我們經(jīng)常很難去評(píng)價(jià)一個(gè)投資工程的未來(lái)收入Quantifying the amount by which revenue will be raised may be extremely difficult 確定盈利的額度是更加困難的事情Difficult to quantify the risk element 很難去確定風(fēng)險(xiǎn)要素的數(shù)量Unforeseen circumstance

16、s may invalidate the appraisal 無(wú)法預(yù)料到的情況也許會(huì)使他的評(píng)價(jià)作廢e.g. inflation 比如說(shuō)通貨膨脹The life of the project may have been wrongly estimated 工程的生命周期也能夠會(huì)被估算錯(cuò)誤Government intervention may affect the project 政府的干涉也會(huì)對(duì)工程的運(yùn)作有影響Project Life Cycle工程的生命周期Divide each project into several project phases to provide better man

17、agement control and appropriate links to the ongoing operations of the performing organization 把每個(gè)工程分為幾個(gè)小階段是為了對(duì)執(zhí)行機(jī)構(gòu)的實(shí)施運(yùn)作過(guò)程提供更好的管控和適當(dāng)?shù)逆溄覥haracteristics of Project Phases Each project phase is marked by completion of one or more deliverables, which is/are:每個(gè)工程階段都以完成一個(gè)或多個(gè)可交付成果為標(biāo)志Tangible, verifiable wo

18、rk product which form a generally sequential logic designed to ensure proper definition of the product of the project. 可交付成果是某種有形的，可驗(yàn)證的任務(wù)成果，它會(huì)構(gòu)成一個(gè)大致的順序邏輯旨在于確保產(chǎn)品有個(gè)恰如其分的定義The conclusion of a project phase is generally marked by phase-end reviews which are often called工程的最終階段普通會(huì)是階段末審查，它也叫經(jīng)常被稱為Phase exi

19、ts, stage gates, or kill points 階段放行口，階段關(guān)卡或驗(yàn)收站 For:Determine if the project should continue into its next phase, and決議這個(gè)工程能否能繼續(xù)到下一個(gè)階段Detect and correct errors cost effectively 有效檢測(cè)和糾正錯(cuò)誤費(fèi)用Characteristics of Project Life Cycle工程生命周期的特性Serves to define the beginning and the end of a project 用來(lái)定于一個(gè)工程的開(kāi)場(chǎng)

20、和終了Determine which transitional actions at the end of the project are included and which are not 定義哪些過(guò)渡動(dòng)作是屬于該工程的哪些是不屬于的Deliverables from the preceding phase are usually approved before work starts on the next phase 前階段的可交付成果普通需求在下個(gè)階段開(kāi)場(chǎng)前被核準(zhǔn)“Fast Tracking快速跟進(jìn)A subsequent phase is begun prior to approv

21、al of the previous phase deliverables when the risks involved are deemed acceptable 當(dāng)涉及的風(fēng)險(xiǎn)被以為是可以接受的前提下，后一個(gè)階段的開(kāi)場(chǎng)會(huì)先于前一個(gè)階段的可交付成果的同意工程管理過(guò)程Project Management ProcessA series of activities embodied in a process of getting things done 在完成工程的過(guò)程中包含了一系列的活動(dòng)規(guī)劃Planning組織Organization推進(jìn)Motivation指點(diǎn)Directing管控Contr

22、olling工程管理工程管理Project Management Process工程管理流程Planning規(guī)劃What are the organizations mission, objectives, goals and strategies? 組織的義務(wù)，目的和戰(zhàn)略是什么？Organization組織Whats involved and why ? 哪些條件需求被涉及進(jìn)來(lái)，為什么？Motivation鼓勵(lì)What brings out the best performance of people in supporting the organizations purpose? 怎樣才干

23、使這個(gè)工程中的隊(duì)員有最正確的表現(xiàn)Project Management Process工程管理流程Directing指示 Who decides what and when? 誰(shuí)來(lái)決議做什么以及什么時(shí)候開(kāi)場(chǎng)做Controlling管控 Who judges results and by what standards? 誰(shuí)來(lái)對(duì)結(jié)果做出評(píng)價(jià)以及他的評(píng)判規(guī)范是什么? Project Management 工程管理 Exercise 練習(xí) Project Planning Situation 工程規(guī)劃情勢(shì)Project Planning工程規(guī)劃Purpose目的Lays a solid foundati

24、on for conducting a project 為執(zhí)行一個(gè)工程打下堅(jiān)實(shí)的根底Forms a baseline for other necessary activities such as project budgeting, project control and project administration 為其它必需的活動(dòng)制定一個(gè)基線，比如說(shuō)工程預(yù)算，工程控制和工程管理行政方面Makes people understand what they are expected to produce, what they have to do, and commit them to do w

25、hat is required. 使大家了解哪些是需求被提出的，哪些是需求去執(zhí)行的，然后使他們努力于完成那些要求Types of Plans 方案類型Activity Plans行動(dòng)方案Resource Plans資源方案Project PlanningThe Planning Process方案的步驟Set measurable objectives 制定評(píng)判規(guī)范Identify activities and establish procedures確定活動(dòng)建立規(guī)程Identify required resources (time, budget, man & equipment)確定必要的

26、資源(時(shí)間，預(yù)算，人力，設(shè)備Analyze existing resources分析現(xiàn)有的資源Assign responsibility 分配義務(wù)Consider alternatives 思索好備選方案Provide contingencies 提供不測(cè)事件的參考方案Establish check points and control mechanism建立檢查點(diǎn)和控制機(jī)構(gòu)Documentation 文件 Project PlanningCentral Limit Theory中心極限定理趨中實(shí)際 O+P+(4 X M)E = 6 E = Expected time預(yù)期執(zhí)行時(shí)間 O = Mo

27、st optimistic time最樂(lè)觀，最少的用時(shí) P = Most pessimistic time(最保守估定,最長(zhǎng)能夠用時(shí) M = Most probable time 最能夠的用時(shí)Levels of Plans The number of levels (i.e. degree of details) of plans required will depend on the complexity of the project規(guī)范的劃分取決于工程的復(fù)雜程度總體規(guī)劃藍(lán)圖 Master Plans 階段方案 Stage Plans 詳細(xì)方案 Detailed Plans 個(gè)人任務(wù)方案 I

28、ndividual Work Plans Roles and Responsibilities ofProject Members工程成員的角色和責(zé)任Customer客戶受害于工程Benefits from the project制定初級(jí)要求Defines the original requirements.Project Owner工程主體Takes ultimate responsibility for a project 對(duì)工程承當(dāng)最終成敗責(zé)任 Provides support from the rest of the business although they will not be

29、 managing the project themselves雖然不參與工程的管理但是從其他事情上提供支持Project Manager who is nominated to 工程經(jīng)理是被授命于：Manage the team 管理團(tuán)隊(duì) Bring to fruition the results wanted within the specified and agreed constraints.在特定的條件中完成義務(wù) Project Management工程管理 Discussion討論 What are the roles of a Project Manager 工程經(jīng)理的角色是什么

30、？Role of Project Manager 工程經(jīng)理的角色-Identify and assign Project Team members and appraise their performance 制定和分配團(tuán)隊(duì)的任務(wù)評(píng)價(jià)績(jī)效2. Direct and organize the Project Team to develop the service platform 指點(diǎn)和組織工程成員去開(kāi)展效力平臺(tái)Ensure that team members are skilled to perform and arrange training when necessary 確保隊(duì)員們得到相應(yīng)

31、技藝培訓(xùn)Supervise and give consultation to team members during the project development 在工程的開(kāi)展中提供指點(diǎn)和建議Report to the Project Owner periodically on the progress of the project 定期給給工程責(zé)任人匯報(bào)進(jìn)程6. Ensure team members are well aware of the objectives of the project, and major issues, decisions and targets 確保成員們很清楚工程的目的，主要問(wèn)題，決議和目的7. Resolve any conflicts and issues 處理內(nèi)部的沖突和爭(zhēng)論 8. Prepare project budget and secure the required resources i.e. budget, manpower, equipment, etc 預(yù)備工程的預(yù)算，獲得必要的資源預(yù)